Halsey Quotes

I think one of my strengths is that I can always take advice, and I can delegate. I know a lot of people feel the need to do everything themselves, but I am not one of them.

If men can learn to be less defensive, more open to others, and more accepting of accountability, they will adapt well to the new global economy.

I'm going from doing all of the work to having to delegate the work - which is almost harder for me than doing the work myself. I'm a lousy delegator, but I'm learning.

I was never the smartest guy in the room. From the first person I hired, I was never the smartest guy in the room. And that's a big deal. And if you're going to be a leader - if you're a leader and you're the smartest guy in the world - in the room, you've got real problems.

Leaders must establish common purpose and build trust within an organization.

I'm a little bit of a control freak, so it's been nice to learn to let go and just trust others.

I had to learn to trust people, and I realized that success was going to be born in hiring really bright people - very self-motivated, very able to make good judgment calls day in and day out.

Sometimes you just have to be willing to delegate and not feel like you're the only one with the answer.

Creating a flexible working culture is about trust. How much can your employees rely on each other to get the job done without the benefit of supervision?

Even back in elementary school, I was a leader, but a leader who didn't know how to channel my leadership skills in a constructive way. When I was younger, it probably came out as being more of a bossy little kid.

As you think about developing people through their careers, you're looking for that transition from being the smartest person in the room - and caring so much about that - to being the most effective.

The number one benefit of information technology is that it empowers people to do what they want to do. It lets people be creative. It lets people be productive. It lets people learn things they didn't think they could learn before, and so in a sense it is all about potential.

I think that I've learned to relax, and trust in and hire very talented people, and trust in their abilities a little more.

You have to do a lot of listening, you don't just learn out of yourself.

If you look to lead, invest at least 40% of your time managing yourself - your ethics, character, principles, purpose, motivation, and conduct. Invest at least 30% managing those with authority over you, and 15% managing your peers.

Well, the first quality of being a good leader is you have to be able to follow. See, a good leader can't just be the leader all the time, I have to be able to follow.

I don't work with people who ask me questions.

And I'm the kind of manager that doesn't believe that you micro-manage professionals. They should understand their responsibility and carry out those responsibility.

When people disappoint you, it's just as much your responsibility to be aware of it and what you don't want.

You've got to trust people. And because I am a control freak, sometimes that's difficult for me, because I want to micro-manage absolutely everything. I can't hand over. But I'm trying to do that more.

In the end, leadership comes down to consistency and strong, confident action upon which the team can rely - and this doesn't mean imposing a bunch of rules.

I need to build my team around my weaknesses.

Improv training allows you to get out of your head a little bit and take more risks, which is something I would like to continue to improve upon.

My biggest thing is, I'm learning what it's like to carry myself in a personal way and also a professional way: how I can be a leader and do multitasking.

Don't tell people how to do things, tell them what to do and let them surprise you with their results.